Abstract

This case study provides details of a partnership that emerged in Georgia following the initiation of health sector reforms in 1995. It focuses on describing the details of how and why the public purchaser contracted a non-governmental provider to deliver a set of health services in Georgia. This case study seeks to illustrate some of the social, political and ethical dynamics that influence policy-makers, and the decisions they do make, in the health sector. Critical factors shaping the success of a partnership are identified.